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Chapter 12 Performance Networks • 227


              Within joint-value relationships, transparency consists of a full set of
            management information, which is similar to what any company would
            require from internal operations. There is also operational information
            exchange as well, but too much emphasis would lead to transactional
            behaviors. In addition to the management information, transparency
            consists of a certain free flow of organizational capacity. Think of an
            exchange of capital, contribution of skills and staff, materials, and use
            of facilities. These can be formalized within a joint venture, but this is
            not necessary. Managing joint-value relationships requires a voluntary
            and open exchange. See Table 12.3.
              The effects of sharing information are dramatic. Transparency drives
            behaviors in a positive direction. Recall the example in Chapter 3 of the
            claims department of the insurance company. Hanging a poster with a
            few graphs every week at the message board near the coffee machine show-
            ing the average processing time of a claim had tremendous impact. I am
            not suggesting disclosing the organization’s complete strategy. But a good
            strategy is based on the skills, resources, market position, and other unique
            characteristics of an enterprise. This is not easily copied by the competi-
            tion. And even if it is copied, a copied strategy doesn’t fit the competition


            T able 12.3
            Information Exchange

            Type of Relationship  Examples
            Transactional      • Information on orders, inventory, sales, promotions,
                                invoices and other transactional topics
            Added-value        In addition to transactional information:
                               • Benchmark information for customers or suppliers,
                                comparing themselves with others
                               • Management information on cost savings, or generated
                                opportunities
                               • Integrated processes and systems for processing and
                                controlling transactions between the organizations
            Joint-value        In additional to information and integrated systems and
                               processes:
                               • Full set of management information on the joint activity
                               • Flow of capital between partners
                               • Allocated staff resources to the joint initiative
                               • Sharing facilities and materials
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